Microsoft ® Office Enterprise Project Management Solution (EPM)

Microsoft® Office Enterprise Project Management

Solution (EPM)

Microsoft® Office Enterprise Project Management

Solution (EPM)

IntroductionMicrosoft Enterprise Project Management

(EPM) Building an EPM VisionCase Study: Bonneville Power Authority

• Challenges PMO (Project Management Office) Portfolio Management Integration with LOB (Line of Business) apps.

EPM 2007 – What’s newQ & A

Larry Mead, PMP

Senior EPM Consultant – MCS (Microsoft Consulting Services) – Solution Services Team

History: 20 years USN MIS- Undergrad, Grad- Business PM-overseas, newspaper plant operations NY Times – site management EPM Consulting – BPA

Current: Atlanta, [email protected]

Strategic initiatives Operational improvements Business transformation

activities as well as traditional development projects

ProcessProcessEPMEPM

TechnologTechnologyy


StrategyStrategyStrategyStrategy

PeoplePeople

Projec

ts

Projec

tsProjects

Projects

Proj

ects

Proj

ects Projects

Projects

A coordinated A coordinated organizational approach organizational approach to achieving business to achieving business goals through a continual goals through a continual nucleus of projects and nucleus of projects and processes which include:processes which include:

Business has…

Business ProcessesProject ManagementOrganizational CultureCore CompetenciesInformation Systems

How do we combine all of these to establish How do we combine all of these to establish Enterprise Project Management in your Enterprise Project Management in your

organization?organization?

EPM VisionEPM Vision

Years

wit

h P

roje

ct M

anagem

ent

Years

wit

h P

roje

ct M

anagem

ent

Pra

ctic

ePra

ctic

e

DOE, DOD,DOE, DOD,Aerospace & DefenseAerospace & Defense

10 y

ears

10 y

ears

Level 1Level 1 Level 2Level 2 Level 3Level 3 Level 4Level 4 Level 5Level 5

Project Management Maturity LevelProject Management Maturity Level

AutomotiveAutomotive

Systems EngineeringSystems Engineering

Financial ServicesFinancial Services

PharmaceuticalsPharmaceuticals

RetailRetail

ConstructionConstruction

30 +

years

30 +

years

****

**

****

****

Source: Source: Value of Project Management in IT Organizations survey, Center for Value of Project Management in IT Organizations survey, Center for Business Practices, Business Practices, February 2002February 2002

7

– No Workflow gating. – Inability to forecast using EVA– No central PM authority– Inconsistent reporting, tracking, estimating methods– Roles and Responsibilities not clearly defined– Unstable environment and infrastructure.– Inconsistent formal project management expertise among organization– Culture change barrier EPM process adoption, project development.– Current processes non-existent or not documented– Multiple sources of data and databases (i.e. Remedy, Workforce,

Peoplesoft, Livelink docs, Sharepoint)– Informational meetings– Redundant work- Passport and EPM– Project interdependencies between departments not communicated.

8

– People, Process, Tools (EPM Platform)


TechnologyTechnologyTechnologyTechnology


PeoplePeople

Proj

ects

Proj

ects

Projects

Projects

Proj

ects

Proj

ects Projects

Projects

Process - Define Capabilities; Critical Requirements

Resource Resource ManagemenManagemen

tt

Project Project ManagemenManagemen

tt

Project Project Portfolio Portfolio

ManagemenManagementt

Budget & Budget & Cost Cost

TrackingTracking

Reporting & Reporting & AnalysisAnalysis

Creating Plans Creating Plans & Defining & Defining

ScopeScope

Developing & Developing & Managing Managing SchedulesSchedules

Understanding Understanding Tasks & Tasks &

Required SkillsRequired Skills

Identifying Identifying People, People,

Equipment, etc.Equipment, etc.

Understanding Understanding Availability of Availability of

ResourcesResources

Matching Skills Matching Skills to Assignmentsto Assignments

Alignment of Alignment of Projects with Projects with

Strategy of the Strategy of the FirmFirm

Establishing Establishing Project Project

PrioritiesPriorities

Allocation of Allocation of ResourcesResources

Understanding Understanding and Identifying and Identifying Project CostsProject Costs

Managing Managing Associated Associated

BudgetsBudgets

Identifying Identifying Risks to Risks to

OrganizationOrganization

Communicating Communicating Status to Status to


Gathering Gathering InsightInsight

Identifying Identifying Risks to Risks to


A temporary A temporary endeavor endeavor undertaken to undertaken to create a unique create a unique product or service.product or service.

PMBOK PMBOK




StrategStrategyy

StrategStrategyy

PeoplePeople

Proj

ects

Proj

ects

Projects

Projects

Proj

ects

Proj

ects Projects

Projects

Project VariablesProject Variables

TasksTasks

Strategy - Levels Of Project Data

Resources, AssignmentsResources, Assignments

ScheduleScheduleActualsActuals

Costs Costs ActualsActuals

EVAEVA

ProcessProcessEPEPMM



StrategStrategyy

StrategStrategyy

PeoplePeople

Proj

ects

Proj

ects

Projects

Projects

Proj

ects

Proj

ects Projects

Projects

Project Management Office Project Management Office (PMO)(PMO)

The mechanism through The mechanism through which a Structured Project which a Structured Project Management Program is Management Program is

established and established and maintained within the maintained within the

organizationorganization

MatureProject

Management

Project Management Office

(PMO)

Structured

Project Management

Program

StrategyProcessProcessEPEPMM



StrategStrategyy

StrategStrategyy

PeoplePeople

Proj

ects

Proj

ects

Projects

Projects

Proj

ects

Proj

ects Projects

Projects

Technology - Connecting Your People to Projects

ExecutivesResource Managers

Team MembersProject Managers

Line of Business Systems




StrategStrategyy

StrategStrategyy

PeoplePeople

Proj

ects

Proj

ects

Projects

Projects

Proj

ects

Proj

ects Projects

Projects

14

Portfolio Management

Resource Management

Initiation/ Prioritizing

Communication/Collaboration

ScheduleManagement

PMO Scope Management

Risks/Issues

Architecture review

EnterpriseTemplates

Executive Dashboard

Resource Management

Enterprise resource pool

Resource Pool scrub - AD Sync

Allocation Reports by Project/Resource Type

Project Time Reporting

Change Mgt.

Variance AnalysisPilot Migration to EPM Production

Schedule Estimating

Health Reports

Project Status Report

Standard rates samples and out of the box reports

Earned value S curve reports

Cost reporting

LOB integration

EPM Training Delivery - UAT

Dat

e

Requirements mapped – Integration to LOB

Guiding Principles/Best Practices/UAT testimony

POC/Pilot Phase 1 Initial Requirements

Dat

e

Dat

e

Technology

Culture impacts

Templates & update cycles established

Data/Usage Patterns established

PM101 training

Training

Risks/Issues

Define notification parameters

Risk Management

Baselining Process

Gap Analysis, Remedy & EPM

EPM & PrioritizationPOC

Phase 2

Workflow rollout

ProceProcessss

EPEPMM

TechnoloTechnologygy

TechnoloTechnologygy

StrateStrategygy

StrateStrategygy

PeoplPeoplee

Proj

ects

Proj

ects

Projects

Projects

Proj

ects

Proj

ects Projects

Projects

Shortcut to TM BPA Priority Matrix 120401.lnk

Prioritization Of Selected Projects

• Positions newly approved projects relative to all other projects in the portfolio

• Can utilize the criteria in the selection process with weights/scoring for each criteria

• End result is a ranked list of projects within the portfolio

BPA Deliverables

•Project web site

•Common PM tool, planning processes, PM language

•Centralized PMO-using BUP template

•Update cycles and communication plans

•Microsoft Project EPM

•Change management initiative using Clearquest

•Train the trainer programs

•BES/P2003 integration running in John Quinata’s PMO.

•Dedicated servers for TM future initiatives

•Top-down buy-in with BPA representation in PMO for bottom up accuracy

Project Management processes were adopted, configured to the specific needs of the organization.Project Management Office became center.

Conclusion The interface between Passport, PeopleSoft and Microsoft

Project 2002 has achieved significant improvements at Bonneville Power Administration. It improved enterprise reporting and resource planning, as well as project monitoring and tracking. It also allows project managers to take advantage of advanced project management features that will ultimately lead to better control allowing better informed decisions to be made in a timely manner resulting in improved efficiencies and cost saves.




StrategStrategyy

StrategStrategyy

PeoplePeople

Proj

ects

Proj

ects

Projects

Projects

Proj

ects

Proj

ects Projects

Projects

Obtain knowledge and understanding of the EPM system – You’ve already started!

Develop and validate you EPM business case and “Roadmap”

Define Pain Points Execute Roadmap Take a phased approach Limit the technology




StrategStrategyy

StrategStrategyy

PeoplePeople

Proj

ects

Proj

ects

Projects

Projects

Proj

ects

Proj

ects Projects

Projects

WHAT IS NEXT FOR PEOPLE, PROCESS AND TOOLS?

Project 2007


TechnologyTechnologyTechnologyTechnology


PeoplePeople

Proj

ects

Proj

ects

Projects

Projects

Proj

ects

Proj

ects Projects

Projects

An Enterprise Solution…

Timesheet

ReportingResource PlansData

WarehouseSecurity

Event/Notifications

Task Assignment

Scheduling

Budgeting

Capabilities

Portfolio Selection

Portfolio Gov

LOB:•ERP•CRM

Platform

Front-end

Services Capabilities

Understand Project’s scheduling Change Highlights – What if Scenarios Task Drivers Multi Level Undo

Cost Enhancements Cost Resources Account Codes

Timesheets and Task Management Proposals & Activity Plans for Workflow Integration with PPS (Project Portfolio Server) purchase of

UMT Resource Plans Outlook Integration

EPM 2007 Easier to Get StartedEnable faster and broader adoption

35

Project Portfolio Server Project Portfolio Server AcquisitionAcquisition

Portfolio management was a functional gap Portfolio management was a functional gap in the Microsoft project management in the Microsoft project management solutionsolution

UMT’s Portfolio:UMT’s Portfolio:

Developed by UMT, represents over 15 Developed by UMT, represents over 15 yrs of project portfolio management and yrs of project portfolio management and analysisanalysis

Not an add-on to a project management Not an add-on to a project management tooltool

The missing ingredientThe missing ingredient

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0% 2% 4% 6% 8% 10% 12% 14%

Media & Entertainment

Chemicals

Food & Beverage

Healthcare

Transportation

Other

Insurance

Technology

Pharmaceutical

Professional Services

Manufacturing

Energy & Utilities

Government

Banking & Fin. Services

Source: February 17, 2006 survey of UMT PPM Webinar ParticipantsSource: February 17, 2006 survey of UMT PPM Webinar Participants

PPM Participant Industries

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Project Server Gateway Workflow Example

Synchronize actual and forecast project data from Project Server with Portfolio Server to effectively manage and track portfolio performance

through execution.

As projects are being executed, the Gateway is used on a periodic basis

to automatically aggregate detailed project data (i.e. actual and

forecast) from Project Server to Portfolio Server. In this way Portfolio

Server offers a central view with all pipeline and in-flight portfolio

information for full ongoing portfolio management.

3

3

38

Project Tracking and Roll-up

Standards clarify reporting and enable aggregationFinancial and resource tracking provide early warning of projects at riskOn-line format promotes visibility and streamlines data collection

Microsoft ® Office Enterprise Project Management Solution (EPM)

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